2nd test for leadership
5 Derailment Patterns
1. failure to meet business objectives 2. inability to build and lead a team 3. inability to build relationships with co-workers 4. inability to adapt to new bosses, businesses, cultures, or structures 5. inadequate preparation for promotion
Synthetics
A commercial creative problem-solving approach finding analogies -Try putting in an idea of problem into a picture rather than into words
Aggressive and domineering persons who ruthlessly use their personal characteristics, skills, or positions to intimidate others
Alpha Dogs
Behaviorally anchored rating scale (BARS)
Critical incident approach Rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance
Reliability
Provider interrater and test and retest to that appraisals are consistent among raters and over time
Managerial Incompetence
Research shows that 50-75% of managers are incompetent. Yet, organizations and countries survive. Some facts that illustrate this: • Most countries are run by some form of dictatorship. • Many leaders of democratic countries are perceived as being unable to build teams or get results.. • 1,132 CEO's departured in the first nine months of 2008, up from 700 per year from 2002 to 2004. • Employee satisfaction surveys show over 75% of respondents indicate that their immediate boss is the most stressful part of their job. • Over 70% of M&A fail to yield projected improvements in profitability and synergies • A study reported that only 30% of businesses had "healthy and respectful" work climates.
Acceptability
Should be accepted by people who use them or receive feedback from them
poor followership
a lack of good followership skills. People in authority positions who are criticizers, brown-nosers, and slackers are likely to be seen as incompetent managers
Pareto Principle
about 80 percent of the problems in any system are the result of about 20 percent of the causes
Acquiescence
avoiding interpersonal conflict entirely either by giving up and giving in or by expressing our needs in an apologetic, self-effacing way; back down easily when challenged; leads to many negative feelings such as guilt, resentment, and self-blame, as well as low self-image
Values
constructs representing generalized behaviors or states of affairs that are considered by the individual to be important
Dr. Gordy test
count the total number of people you have been led by or worked for in the past. Count the number in this group who you would willingly work with again. Calculate the percentage of competent leaders in the total group. Results vary, but average is 25-40%
5 Approaches to Managing Conflict - Sharing:
is an approach that represents a compromise between domination and appeasement. Both parties give up something, yet both parties get something. •
Functional fixedness
it can be difficult to see novel uses for things we are familiar with
organizational fit
the degree of agreement between personal and organizational values and beliefs. *Compare outside hires to transplanted organs-- those who are seen as a good fit are accepted, those who aren't are rejected
subject matter expertise
the relevant knowledge or experience that can be leveraged to solve problems.
programs for promotions initiatives
these garner a lot of attention but have no real chance of success. Taskmasters implement these initiatives, and are usually promoted before the consequences of their poorly conceived initiative/lack of team building skills become evident
episodic managerial incompetence
when people in positions of authority face extremely tough situational or follower events that temporarily interfere with their ability to build teams and get results.
- Collaboration
• : reflects an effort to fully satisfy both parties. This is a problem-solving approach that requires the integration of each party's concerns.
Types of Managers list
• Competent managers • Results-only managers • Cheerleaders • In-name-only managers
Fisher and Ury offer the following tips for negotiating
• Prepare for the Negotiation - considerable time should be spent in preparation for the negotiation. • Separate the People from the Problem - negotiations involve substantive issues and relationships • Focus on Interests, Not Positions - it is important to focus both on your counterpart's interests (not position) and on your own interests (not position Performance = ƒ(Expectations x Capabilities x Opportunities x Motivation)
Leader's Vision
• What is the TEAM'S CURRENT SITUATION, where is the TEAM GOING, and how will it GET THERE? • How does the TEAM WIN, and how does it contribute to the broader ORGANIZATION'S SUCCESS? • How does the SPEAKER DEFINE LEADERSHIP? • What gets the SPEAKER EXCITED about being a leader? • What are the SPEAKER'S KEY VALUES?
Sources of Conflict
• When team members: - Have strong differences in values, beliefs, or goals - Have high levels of task or lateral interdependence - Are competing for scarce resources or rewards - Are under high levels of stress - Face uncertain or incompatible demands • Breakdowns in communication. • Leaders acting inconsistently with their goals and vision they articulated for the organization
Aspects of conflict that have an impact on the resolution process:
•The nature of the conflict - The size of an issue - The extent to which the problem is defined egocentrically - The existence of hidden agendas • Seeing a conflict situation in win-lose or zero-sum terms • Perceiving the conflict is unresolvable
Root Causes of Managerial Incompetence and Derailment part 2
* Leadership Type: Bad leadership, Competent management, results-only managers, cheerleaders, in-name-only managers * Managerial derailment Factors: failure to meet business objectives, inability to build and lead team, inability to build relationships, inability to adapt, inadequate preparation for promotion * Root Causes of Derailment: situational and follower factors, lack of organizational fit, lack of situational or self-awareness, lack of intelligence, technical expertise, or team-building know-how, poor followership, dark side personality traits.
Situational and Follower Factors in Managerial Derailment factors that interfere with persons ability to be seen as a competent manager:
* New competitive threats, globalization, technology, changing customer, preferences, unreliable suppliers, new government regulations, unfavorable media coverage, natural disasters, and wars. * Mergers, acquisitions, divestitures, bankruptcies, new strategies, reorganizations, and incidents of workplace violence or environmental disasters. * New bosses, peers, direct reports; disengaged or disgruntled employees; disruptive worker cliques; and strikes or dysfunctional turnover. * New jobs, responsibilities, or projects.
Two points about overwhelming situational and follower factors Episodic and Chronic Managerial Incompetence
* The manager can control his or her reactions to overwhelming factors. * Episodic versus chronic incompetence. - Episodic managerial incompetence is when people in positions of authority face extremely tough situational or follower events that temporarily interfere with their ability to build teams and get results. - Chronic managerial incompetence is when taxing situational or follower events permanently disrupt a person's ability to build teams or get results. All competent managers experience occasional episodic managerial incompetence; the trick is to limit the frequency and duration of these occurrences.
Components of the Model of Performance
- Capabilities- - Expectations- Motivation - Opportunities
followers can not always do things just because they understand what they are supposed to do. Abilities and skills are the two components that make up capabilities.
- Capabilities- Components of the Model of Performance
Creating a Compelling Vision
- Leaders often struggle with giving a compelling description of how they add value and may have difficulty getting anyone excited to become part of their team. - A leader's vision should address these issues and should have a persuasive effect on followers and the team. - The vision should be a short, concise, personal statement that answers several questions
- followers may lack the opportunity to demonstrate acquired skills.
- Opportunities Components of the Model of Performance
Managing Conflict
- when opposing parties have interests or goals that appear to be incompatible.
ABC Model
-Cognitive approaches to stress management that have the common goal of changing a person's self talk about stressful events -Chain of events that precedes feelings of stress -Something external happens (a stressful event) and then something internal follows (symptoms of stress) A. Triggering event (knocking coffee) B. Your thinking ("He must think I'm a real jerk." Changed to "Darn it! But it was just an accident") C. Feelings and behaviors (anxiety, etc. Changed to apologizing and helping clean up)
Situational and follower factor examples:
-New competitive threats, globalization, technology, changing customer preferences, unreliable suppliers, new government regulations, unfavorable media coverage, natural disasters, and wars. -Mergers, acquisitions, divestitures, bankruptcies, new strategies, reorganizations, and incidents of workplace violence or environmental disasters. -New bosses, peers, direct reports; disengaged or disgruntled employees; disruptive worker cliques; and strikes or dysfunctional turnover. -New jobs, responsibilities, or projects.
Leaders and followers can enhance the clarity of their communication:
1) It is helpful to be mindful of others' level of expertise, values, experiences, and expectations and how these characteristics affect their frames of reference 2) Create a common frame of reference for followers before communicating a message 3) Use familiar terms, jargon, and concepts 4) Use unambiguous and concrete terms 5) Send congruent verbal and nonverbal signals
Leaders take the following steps to successfully lead creative followers
1) set goals 2) provide adequate resources 3) reduce time pressures, but keep followers on track 4) consider nonmonetary as well as monetary rewards 5) recognize that creativity is evolutionary, not revolutionary
6 Root Causes of Managerial Incompetence and Derailment
1. Situational and follower factors 2. Lack of organizational fit 3. Lack of Situational and Self-Awareness 4. Lack of intelligence, subject matter expertise, and team-building know-how 5. Poor Followership 6. Dark-side personality traits
base rate of managerial incompetence is _____%
50-75% shown by the facts that: -Most countries are run by some form of dictatorship. -Many leaders of democratic countries are perceived as being unable to build teams or get results. -Surveys show that over 75% of employees feel that their immediate boss is the most stressful part of their job. -Over 70% of M&A fail to yield projected improvements in profitability and synergies -Research shows that 50-90% of all new businesses fail within 5 years, which is mainly attributed to managerial incompetence.
Forced distribution
Assigns a certain percentage of employees to each category in a set of categories
Dark Side Personality Traits part 2
Bold: get a lot done, inability to share credit for success, blame mistakes on others, dont learn from mistakes, bruise followers Mischievous: charming, try to get away with breaking rules, commitments, talk way out of it. Colorful: Hot, center of attention, don't get much done. Imaginitive: followers question leaders jugment because they think in eccentric ways. Diligent: profectionist, frustrate their staff, disempower with micromanagement, and inability to delegate. Dutiful:
Paired comparison
Compares each employee with each other to establish ranking
Thomas Conflict Resolution Strategies - 5 approaches to managing conflict
Competition Accommodation Sharing Collaboration Avoidance
Conducting Meetings
Determine when it is necessary List the objectives Stick to the agenda Provide pertinent materials in advance Make it convenient Encourage participation Keep a record
Dark Side Personality Traits
Excitable: difficulty building teams because mood swings, emotional outbursts, inability to persist on projects. Skeptical: Mistrust of others, challenge integrity of their followers. Cautious: fear of making mistakes, dont make decision or take action. Reserved: withdrawn, uncommunicative, unconcerned of wellfare of their staff Leisurely: Passive-aggressive leaders exert effort only for their own agendas.
5 Criteria for measuring effectiveness of performance management system
Fit w/ strategy Validity Reliability Acceptability Specific feedback
frames of reference
It is helpful to be mindful of others' level of expertise, values, experiences, and expectations and how these characteristics affect their frames of reference
Root Causes of Managerial Incompetence and Derailment
Leader: Lack of self-awareness, situational awareness, intelligence, technical expertise, team know-how, poor followership, and Dark-side personality traits Followers: Disgruntled employees, criticizers, slackers, Brown-nosers, and disruptive worker cliques Situation: Competitive threats, globalization, government regulations, natural disasters, wars, mergers, bankruptcies, and reorganizations
Graphic rating scale
Lists traits and provides a rather scale for each trait; employer uses scale to indicate the extent to which an employees displays each trait
Critical incident
Manager's records of the employee acting in ways that are either effective or ineffective
Validity
Measure all relevant aspects of performance and do not measure irrelevant aspects
- - will followers or groups choose to perform or exhibit the level of effort necessary to accomplish a task.
Motivation- Components of the Model of Performance
Other issues involved in managerial incompetence: Organizational Fit Situational Awareness Self-awareness Subject matter expertise Team-building Know-how
Organizational Fit - the degree of agreement between personal and organizational values and beliefs Situational Awareness - refers to a pilot's ability to be cognizant of and accurately assess risks before, during, and after a flight Self-awareness - refers to being aware of their own strengths and shortcomings. Leaders often find ways to either manage or staff around their personal knowledge and skill gaps. Subject matter expertise - the relevant knowledge or experience a person can leverage to solve a problem. Team-building Know-how - the degree to which a leader knows the steps and processes needed to build high performing teams.
Listening
Our systems view of communication emphasized that effectiveness depends on both transmitting and receiving information Best listeners are active listeners, not passive listeners
Actively Interpret the Sender's Message
Paraphrase the sender's message
Organizational behavior modification
Plan for managing the behavior of employees through a formal system of feedback and reinforcement
Simple ranking
Requires managers to rank employees from highest performer to lowest
Fit w/ strategy
Supporting organization's goals and culture
moronization of management
Survival of the unfittest- when the number one person promotes someone to the position below themselves who is just a little less capable than themselves.
Specific feedback
Tell employees what is expected of them and how they can meet those expectations
Two components of Credibility
Trust and Expertise
Mixed standard scales
Uses several statements describing each trait to produce a final score for that trait. How does the employee rank to each statement (+ or - equals points; points are tallied)
Behavior observations scale (BOS)
Variation of BARS Uses all behaviors necessary for effective performance to rate performance at a task
Nominal group technique (NGT):
a good way to generate ideas pertinent to a problem; it's an idea-generating activity conducted in a group setting; group members write down ideas on individual slips of paper, which are later transferred to a blackboard or flipchart for the entire group to work with
Brainstorming
a technique designed to enhance the creative potential of any group trying to solve a problem
Aggression
an effort to attain objectives by attacking or hurting others; direct forms- threats, verbal attacks, physical intimidation, emotional outbursts, explosiveness, bullying, and hostility; indirect forms- nagging, passive-aggressive uncooperativeness, guilt arousal, and other behaviors that undermine an adversary's autonomy
taskmasters
are good at achieving results, but they tend to treat followers so poorly that results are usually short-lived.
cheerleaders
are people in positions of authority who are people-centered and make a point of getting along with everyone
Destructive Leadership
associated with individuals who are effective at building teams and getting results through others, but who obtain results that are morally or ethically challenged
reason for inadequate preparation for promotion
because organizations today are under pressure to find good leaders quickly, so they fill roles with high potential, but inexperienced leadership talent.
managerial incompetence
concerns a person's inability to build teams or get results through others.
May be the leading cause of managerial incompetence
dark-side personality traits
managerial derailment
describes the common reasons why people in positions of authority have difficulties building teams or getting results through others.
competent managers
good at building teams and getting results through others.
Problem Solving
identifying problems or opportunities for improvements, analyzing the causes, developing alternative solutions, selecting and implementing the best solution, assessing the impact of the solution
Assertive behavior
individuals that are able to stand up for their own rights (or groups' rights) in a way that also recognizes the concurrent right of others to do the same
high-potential managers
individuals who had been identified as eventually becoming the CEO/president or one of their direct reports sometime in the guture
5 Approaches to Managing Conflict • Accommodation
involves indifference to the concerns of both parties. It reflects a withdrawal from or neglect of any party's interests.
dark-side personality traits
irritating, counterproductive behavioral tendencies that interfere with a leader's ability to build cohesive teams, cause followers to exert less effort toward goal accomplishment, and decrease a leader's ability to get results through others. They have a bigger influence on the performance of leaders than followers
Example of a manager that is unable to build and lead a team
manager who hired staff just like themselves= magnifies their own strengths and weaknesses manager who hired staff less capable=they get to stay in the limelight
figureheads
may not be complete failures at building teams and getting results, but they could be a lot better at both endeavors
Abilene paradox
occurs when someone suggests that the group engage in a particular activity or course of action, and no one in the group really wants to do the activity (including the person who made the suggestion); leaders who fail to be assertive with friends and peers
Example of a manager that is unable to build relationships with co-workers
overly competitive, demanding, and domineering, and insensitive to needs of followers. Taskmasters and Figureheads commonly exhibit this pattern.
- Expectations- Components of the Model of Performance
performance problems often occur because individuals or groups do not understand what they are supposed to do.
situational awareness
refers to a leader's ability to identify factors affecting their teams and remain vigilant for changes. People in authority positions need a high degree of situational awareness to be seen as competent.
self-awareness
refers to being aware of personal strengths and shortcomings. Leaders often find ways to either manage or staff around their personal knowledge and skill gaps.
Effective Stress Management
refers to the effects of environments Monitor your own and your followers stress levels identify what is causing the stress practice a healthy lifestyle learn how to relax develop supportive relationships keep things in perspective
Competition:5 Approaches to Managing Conflict
reflects a desire to achieve one's own ends at the expense of someone else. This is domination, also known as a win-lose orientation.
5 Approaches to Managing Conflict - Accommodation:
reflects a mirror image of competition - entirely giving in to someone else's concerns without making any effort to achieve one's own ends. This is a tactic of appeasement.
Stressors
specific characteristics in individuals, tasks, organizations, or the environment that pose some degree of threat or challenge to people
Credibility
the ability to engender trust in others
team-building know-how
the degree to which a leader knows the steps and processes needed to build high-performing teams
Communication effectiveness
the degree to which someone tells others something and ensures that they understand what was said
Stress
the process by which we perceive and respond to situations that challenge of threaten us
chronic managerial incompetence
when taxing situational or follower events permanently disrupt a person's ability to build teams or get results
Alternative Conceptualizations of Leadership Behavior
• Alternative conceptualizations are concerned with: - Identifying key leadership behavior. - Determining if these behaviors have positive relationships with leadership success. - Developing those behaviors related to leadership success. • Leadership Grid: Profiles leader behavior on two dimensions: - Concern for people - Concern for production • The most effective leaders are said to have high concern for both people and for production.
Dark Side of Leadership
• Bad leadership: individuals who are effective at building teams and getting results through others, but who obtain results that are morally or ethically challenged. • Managerial incompetence: a person's inability to build teams or get results through others. • Managerial derailment: describes the common reasons why people in positions of authority have difficulties building teams or getting results through others.
Types of Managers define
• Competent managers: good at building teams and getting results through others. • Results-only managers: good at achieving results, but tend to treat followers so poorly that results tend to be short-lived. • Cheerleaders: people in positions of authority who are people centered and make a point of getting along with everyone. • In-name-only managers: may not be complete failures at building teams and getting results, but they could be a lot better at both.
• Avoidance
• Competition: reflects a desire to achieve one's own ends at the expense of someone else. This is domination, also known as a win-lose orientation.
Managerial Derailment 5 Derailment Patterns
• Failure to meet business objectives • An inability to build and lead a team • An inability to build relationships with coworkers • Inability to adapt to new bosses, businesses, cultures, or structures • Inadequate preparation for promotion.
Four Components of a Leaders Vision
• Ideas - What is the team's current situation? - Where is the team going? - How will the team get there? • Expectations - Operating principles - Performance standards • Emotional Energy - Passion about the team • Edge - Tough calls - Stories, analogies, and metaphors
